On February 13, Genki Forest founder Tang Binsen marked the company’s ninth anniversary with an internal letter that doubled as a progress report and a roadmap. The message reviewed its 2025 performance and outlined priorities for 2026, framing the past year as a turning point in its push for sustainable profitability.
Tang wrote that Genki Forest’s profitability improved in 2025, with growth that was stronger in both quality and efficiency than in previous years. He described 2024 as the year the company first validated the feasibility of turning a profit. In contrast, he characterized 2025 as a breakthrough year for what he called high-quality growth.
According to the letter, that shift was driven by a focus on three areas: expense control, price discipline, and SKU count. By reallocating resources and concentrating on core business lines, the company said it improved operational quality and strengthened its resilience to risk.
Operational adjustments extended beyond cost controls. Genki Forest said deeper channel penetration produced tangible results, creating a more stable sales rhythm and improving retail-level execution. Supply chain efficiency also improved, with cost per case reaching what the company described as a competitive level within the industry. The second phase of its Tianjin factory has begun operations, and plans are underway for a new facility in Henan, steps that expand its domestic production capacity.
Core product categories remained central to performance. Sparkling water continued to anchor revenue, while iced tea and beverages under the Alienergy and Haozizai sub-brands recorded strong growth, according to the company. It also reported steady progress in overseas markets, though the letter did not disclose specific figures.
Internally, Genki Forest said it refined management systems across budgeting, performance evaluation, and process oversight. These changes were designed to support more efficient decision-making and steadier day-to-day operations.
Tang reiterated the company’s emphasis on fundamentals, invoking the philosophy that “less is more” and “slow is fast.” He stressed the need to balance vitality with discipline, speed with quality, and innovation with operational rigor, while maintaining a product-first, user-centric approach. After nine years of development, he wrote, Genki Forest has entered what he described as a phase of clearer goals and steadier execution.
For 2026, Tang outlined a strategy focused on avoiding unnecessary disruption and resisting overly aggressive expansion. The company plans to stay centered on its core businesses, further advance its three priorities, and strengthen capabilities across channels, supply chain, product development, and organizational building. The objective, he wrote, is disciplined execution and steady progress toward becoming a leading beverage company.
KrASIA features translated and adapted content that was originally published by 36Kr. This article was written by Li Xiaoxia for 36Kr.